AUGUST 2021 COURSE OUTLINE - Business Policy & Strategy GBUS / MBA 815 - University of Regina
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Business Policy & Strategy GBUS / MBA 815
AUGUST 2021 COURSE OUTLINE
Synchronous (Remote delivery at scheduled class times)
This Course Outline is subject to change. Please refer to the current version on UR Courses
CLASS DETAILS
Class Location: Remote Delivery by Zoom
Class Dates/Times: August 13 – 14 and 19 - 21, 2021 – 8:30 a.m. – 4:30 p.m. Regina time
Optional Sessions: Introduction to cases and the class (Zoom format):
May attend 1 of: Option 1: Wednesday, June 23 @ 5:00 – 6:00 p.m. (details on UR Courses)
Option 2: Thursday, August 5 @ 5:00 – 6:00 p.m. (details on UR Courses)
INSTRUCTOR CONTACTS
Name: Bruce Anderson Office Hours: By appointment (remotely)
Mobile: +1 306-539-6311 Email: bruce.anderson@uregina.ca
LAND ACKNOWLEDGEMENT
The University of Regina is situated on Treaty 4 lands with a presence in Treaty 6. These are the territories of
the nêhiyawak, Anihšināpēk, Dakota, Lakota, and Nakoda, and the homeland of the Métis/Michif Nation.
Today, these lands continue to be the shared Territory of many diverse peoples from near and far.
COURSE DESCRIPTION
GBUS / MBA 815 should be taken as one of the last classes in your MBA or GBUS degree, as the class is
comprehensive and builds on previous graduate course work. It focuses on an organization’s strategic
decision-making in a competitive, global context. While the focus is on business, “organization” also includes
not-for-profits and government entities. Strategy is management-level decisions that require understanding,
analyzing, formulating, implementing, and evaluating a plan of action. A Policy view reflects that skilled
managers and leaders will engage stakeholders and address important concepts such as ethics, governance,
indigenization, and social responsibility. Effective organizations understand and respond to the environment,
leveraging unique competencies and capabilities to pursue opportunities. Tension exists between what is
wanted, what is needed, and what can be done, and purposeful organizations manage this tension.
LEARNING OBJECTIVES / OUTCOMES
Upon completion of this course, the student will:
1. Understand the analysis, formulation, implementation, and evaluation of strategy;
2. Appreciate the impact of external environment and internal capacity on management decisions;
1|P age3. Understand how and why organizations position themselves in a global market;
4. Gain and apply the skills needed to develop a strategic direction and plan for an organization;
5. Integrate learning from previous classes and personal experience into a broader strategic perspective;
This Course Outline is subject to change. Please refer to the current version on UR Courses
6. Relate classroom theory to practical, real-life examples of local and global organizations;
7. Generate options and solutions to organizational problems and understand the impact; and
8. Have fun while learning.
COURSE EXPECTATIONS
The course will use mini-lectures, class discussions, readings and cases, activities / exercises, and guest
speakers. The class will be delivered remotely in a synchronous format (i.e., class offered during scheduled
times). It will be delivered remotely, through Zoom technology. Every student is expected to be prepared for
each class – having read all course materials and prepared the cases and / or assignments. Useful for
reviewing class learning, PowerPoint slides contain extra content (and are NOT a substitute to reading the
textbook and required readings). Also, everyone is also expected to participate fully in class, thus contributing
to your peers and your own learning. Please be familiar with this course outline and its requirements.
LEARNING APPROACH
This class is typically delivered in an in-person, case room format, but that is not possible in the current
situation. Fortunately, the instructor has adapted the course to the online learning delivery format so being
remote will not greatly affect the rigour or the impact, providing the students commit to learning in this
format. Rather, the format will be a useful approach (e.g., access to more guest speakers, etc.) with lots of
advantages for students. There are five themes or approaches that will be used extensively:
Message of Sustainability. Research has shown organizations that embrace corporate social responsibility
and integrate it in their strategy, will out-perform others that do not. The more comprehensive concept of ESG
(Environmental, Social, and Governance) will be weaved into the course. Indigenization is reflected as well.
Trust Crisis. The Edeleman Trust Barometer measures trust in nations, government, and corporations. Lack
of trust limits an organization’s ability to grow. This theme will be prominent in the class.
Live Case Theme. We will be using the Conexus Credit Union as an ongoing discussion throughout the
course. Guest speakers and panel discussions will show how Conexus is applying strategy in its industry.
Think, Pair, Share. The first part is individual reflection, the next part involves sharing with a partner(s) to
ensure you have considered all points, and the key part is sharing with class. Learning is not just from the
textbook and Instructor only; your peers have perspectives and experiences You are expected to share too.
Read, Reflect, Do. This will be demonstrated as various times during the course. Your approach should be
gather knowledge from reading, to start to understand the knowledge using reflections, and gain confidence in
the concepts through practicing (doing). This is set up in your UR Courses site and your learning will be more
meaningful if you follow the guidance through the three stages.
2|P ageBEING SUCCESSFUL IN THE COURSE
The Instructor’s course notes will be available on UR Courses in advance of each class, but don’t rely solely
This Course Outline is subject to change. Please refer to the current version on UR Courses
on the course notes. For example, the textbook is essential in laying out the theory and concepts critical to
being successful in class. The course notes may include resource material from outside the textbook. Students
need to understand the concepts and recognize how they are used.
Substantial pre-class work is needed to prepare for each class. The intensive format of this class means much
of the reading will have to be done before the class starts, though quick reviews will help retain the materials.
Please plan your time accordingly.
The case analysis process offers insight into all cases. Past students have indicated that 1-2 hours of reading
and preparation is needed for each classroom case while another hour is needed to review textbook and course
note materials for each class. You are expected to have read and prepared each case.
By being prepared for the small-group and class discussion, you will build analytical and synthesis skills.
Class discussion will bring out things students may have missed or not understood. Therefore, it is important
to add your own notes to the course notes (i.e., make them your own personalized notes) and review these
after class to improve retention and understanding.
COURSE MATERIALS
Textbook: Crossan, Mary M., Michael J, Rouse, Joseph N. Fry, & J. Peter Killing. Strategic Analysis and
Action, 9th Edition. Toronto: Pearson Prentice Hall, 2015. (ISBN-13: 9780133370294). Available in e-book.
Students may use older editions.
Required Cases: Cases will be posted in advance on UR Courses. We try to use many Hill / Levene faculty-
authored cases. Due to the partnership with the Ivey School of Business, these cases are used without cost by
the Levene School of Business. Other cases will have copyright fees that will be charged to your student
account by Financial Services during the semester. The extra cost is expected to be approximately $25-30.
Required Reading: Links are in UR Courses. Some topics are not covered by the textbook and still are
included in the course to deepen your understanding of strategy and strategic issues.
Armstrong, P. (2016, August 17). Technology Vs. Human – Who is Going to Win? An Interview with Gerd Leonhard.
Forbes. https://www.forbes.com/sites/paularmstrongtech/2016/08/17/technology-vs-human-who-is-going-to-win-an-
interview-with-gerd-leonhard/?sh=69f04f8449cd
Canadian Council for Aboriginal Business. (2019, September 6). Business Reconciliation in Canada Guidebook.
https://www.ccab.com/wp-content/uploads/2019/09/Business-reconciliation-in-canada_WEB-final_AA.pdf [Read
pages 4-7, as a minimum]
Carr, C. & Collis, D. (2011, September 21). Should You Have a Global Strategy? MIT Sloan Management Review.
https://sloanreview.mit.edu/article/should-you-have-a-global-strategy/
3|P ageDewar, C.; Hirt, M. & Keller, S. (2019, October 25). The Mindsets and Practices of Excellent CEOs. McKinsey &
Company. https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/the-mindsets-
and-practices-of-excellent-ceos.
This Course Outline is subject to change. Please refer to the current version on UR Courses
Edelman. (2021). Edelman Trust Barometer 2021. https://www.edelman.com/sites/g/files/aatuss191/files/2021-
03/2021%20Edelman%20Trust%20Barometer.pdf
Engelbrecht, W., Shah, T., Schoen, A. & Nevin, M. (2019, September 8). Strategic Alliances for Competitive
Advantage. The Wall Street Journal. https://deloitte.wsj.com/cfo/2019/09/08/strategic-alliances-for-competitive-
advantage/
Harroch, R.D., Lipkin. D.A. & Smith, R.V. (2018, August 27). What You Need to Know about Mergers &
Acquisition: 12 Key Considerations When Selling Your Company.
https://www.forbes.com/sites/allbusiness/2018/08/27/mergers-and-acquisitions-key-considerations-when-selling-
your-company/?sh=597a379b4102
Michels, David. (2019, June 17). The Trust Crisis in Business. Forbes.
https://www.forbes.com/sites/davidmichels/2019/06/17/the-trust-crisis-in-business/?sh=1922215d44a6
Osterwalder, A. & Pigneur, Y. (2010). Business Model Generation.
Strategyzer.https://strategyzer.com/books/business-model-generation [Read Pages 14-41 as a minimum – note: you
will see these are not text-heavy pages]
Perricos, C. & Kapur, V. (2019, June 24). Anticipatory Government: Pre-empting Problems through Predictive
Analytics. Deloitte Insights. https://www2.deloitte.com/us/en/insights/industry/public-sector/government-
trends/2020/predictive-analytics-in-government.html
Supplemental Optional Reading: Links are on UR Courses. It is highly recommended to read these
additional readings as they enhance content and offer other perspectives, adding richness to your learning.
Anderson, B. (2013). Innovation and Strategic Thinking. In J.B. Pealow & S. L. Humphrey (Eds.), Association
Management Development and Practices (Ch. 31), Canadian Society of Association Executives.
Bain & Company. (2018, April 2). Core Competencies. https://www.bain.com/insights/management-tools-core-
competencies/
Canadian Chamber of Commerce. (2010, December). Ready for Business: Canada’s Aboriginal and Non-Aboriginal
Businesses as Equal Partners. https://docplayer.net/15682209-Ready-for-business-canada-s-aboriginal-and-non-
aboriginal-businesses-as-equal-partners.html [Read pages 3-8 as a minimum]
Courtney, H.G., Kirkland, J. & Viguerie, S.P. (2000, June 1). Strategy Under Uncertainty. McKinsey Quarterly.
https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/strategy-under-
uncertainty
Diaz, A. (2020, June 16). The Four V’s of Big Data. Open Sistemas. https://opensistemas.com/en/the-four-vs-of-big-
data/
Hurst, D. (2020, April 30). Forces of Nature. Strategy + Business. https://www.strategy-business.com/article/Forces-
of-nature?gko=7d451 [David is a big-picture thinker and a past lecturer in the Levene School]
4|P ageLaczkowski, K., Rehm, W. & Warner, B. (2018, November 29). Seeing Your Way to Better Strategy. McKinsey &
Company. https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/seeing-your-
way-to-better-strategy
This Course Outline is subject to change. Please refer to the current version on UR Courses
Leadem, R. (2017, April 8). This Cow Illustrates 8 Business Models (Infographic). Entrepreneur.
https://www.entrepreneur.com/article/292515
Reddy, N. (2018, February 12). Want a Successful Business? Build an Effective Strategy. Forbes.
https://www.forbes.com/sites/forbescoachescouncil/2018/02/12/want-a-successful-business-build-an-effective-
strategy/?sh=2dab178069bf
Sahadi, J. (2018, October 25). How Successful CEOs Manage Their Time. CNN Business.
https://www.cnn.com/2018/10/25/success/ceos-time-management/index.html
Other resources and the course PowerPoint slides will be found on the course site.
STUDENT RESOURCES
Accessibility Services
If there is any learner who, because of a disability or other consideration, may have a need for an
accommodation(s), please contact the Centre for Student Accessibility before the start of the course
(https://www.uregina.ca/student/accessibility/). The Centre will advise how you proceed and indicate the
required communication with your instructor.
Counselling Services
If you are experiencing personal problems that may be affecting your studies, please consider accessing the U
of R Counselling Services at https://www.uregina.ca/student/counselling/services/index.html.
Writing Assistance
The Student Success Centre (https://www.uregina.ca/student/ssc/) offers both on-line resources and in- person
tutoring on writing skills.
COURSE ASSESSMENT SUMMARY
The following is the grading scheme:
DELIVERABLE GRADING
Pre-Class Assignment 20%
Article Summary (1st week) 5%
Article Summary (2nd week) 5%
Mid-Term Exam (case) 20%
Final Exam 30%
Final Assignment 20%
TOTAL 100%
5|P ageFor a description of the grading system, consult the Faculty of Graduate Studies and Research link here:
https://www.uregina.ca/gradstudies/current-students/grad-calendar/grading-system.html#gradingsystem
A+ 95 – 100% Exceptional performance
A+ 90 – 94% Outstanding performance
This Course Outline is subject to change. Please refer to the current version on UR Courses
A 85 – 89% Excellent performance
A- 80 – 84% Very good performance
B+ 75 – 79% Good or satisfactory performance
B 70 – 74% Minimally accepted performance
F 0 – 69% Unacceptable or failing performance
DESCRIPTION OF ASSESSMENT
Being a compressed five days of classes within nine days, there is not much time to do all the course work.
The assignments will be due both before and after the class. The deliverables are:
A. Pre-Class Assignment (due on or before Thursday, August 5 by 5:00 p.m. Regina time):
This assignment may be done individually or in pairs (the instructor will not set these up). Using the Edelman
Trust Barometer 2021 (see Required Reading list), you will:
a) Pick one of nine (9) sectors from the chart on page 47 (e.g., technology, etc.)
b) Conduct an environmental scan of the sector using tools outlined in the course, and make (and
support) a conclusion on the attractiveness of the industry;
c) Describe at least three major competitors in that sector, assess whether the firms are successful in
the sector, and describe key competencies used by these firms to compete in the sector;
d) Discuss industry factors that have led to the industry’s improved or declined trust in the sector.
Note: This assignment will tie into the final project so pick something for which you can find lots of
information. The U of R library will have significant information in IBISWorld Canada, ABI/Inform, CBCA,
Nexi Uni, and Economist Intelligence Unit databases, available online from anywhere. The Library has an
excellent Online Chat Widget (under Library, Contact Us). The librarian for business Kate Cushon (or one of
her colleagues) may assist with how to use the databases. As a graduate student, you are expected to
understand how to conduct library searches but the librarian would be available with enough lead time.
The format is:
- Title Page
- Table of Contents (you will use the MS Word Reference tool)
- Introduction of what your paper will discuss and the sector selected (1-2 paragraphs)
- Environment scan (about 2-4 pages)
- Competitor Analysis (about 2-4 pages)
- Industry Factors Affecting Trust scores (about 2-4 pages)
- Conclusion (wrap up the report and summarize what you said (3-5 paragraphs)
- References
- Appendices
6|P ageWorking individually or in pairs (that you form), you will submit a report of about 7-13 pages (plus title
page, Table of Contents and Appendices). You will submit a left justified (only), single-spaced (11-12 pt.
font) report (in .docx format only; no PDFs) with citations and references in the APA citation style.
Large amounts of information may be put in appendices.
Courses
Assignments are submitted through UR Courses email. A marking rubric will be provided in advance.
Courses
Note: You can submit any time before the due date time. No need to wait for the assignment date to submit.
Don’t be late as 10% of the assignment marks will be deducted every day the assignment is late. If the
URUR
assignment received at 5:01 p.m., for example, is it already late one day.
onon
version
B. Article Summaries (due dates below)
version
Each student individually will submit two (2) articles. One article will be written on an article from the
Required Reading list while the second article will be written on an article from the Supplementary Optional
Reading list. You will summarize: a) what you have learned from the article and b) how you think it applies
current
current
to the area of strategy.
You will submit a 1-2 page, left justified (only), single-spaced (11-12 pt. font) memo in .docx file format
the
(no PDFs), using the following format (use indenting, spacing, and alignment as below; no title page):
the
toto
refer
Memo to: Instructor name
refer
Memo from: Student name
Date: Due date
Please
change.Please
Re: Topic you are writing about
[Text starts here]
change.
The due date for article #1 is Thursday, August 12 before 5:00 p.m. Regina time
The due date for article #2 is Wednesday, August 18 before 5:00 p.m. Regina time
toto
subject
Assignments are submitted through UR Courses email. A marking rubric will be provided in advance.
subject
Note: You can submit any time before the due date time. No need to wait for the assignment date to submit.
Don’t be late as 10% of the assignment marks will be deducted every day the assignment is late. If the
is is
assignment received at 5:01 p.m., for example, is it already late one day.
Outline
Outline
C. Midterm Exam (August 14 @ 3:00 p.m. Regina time)
This will be a case available in advance. Questions will be assigned and the exam will be done in class time.
Course
Additional external research and outside assistance is not permitted. The exam is open book; you will have
Course
access to all materials from all classes. Your exam will consist of a small set of questions provided with the
case. Through UR Courses, you will submit an electronic file of your exam. Note: The exam may not be
This
deferred or re-written. If the exam is missed for a legitimate reason, the marks will be added to the final exam.
This
D. Final Exam (August 21 @ 3:00 p.m. Regina time)
This will be a comprehensive case available at least three (3) days in advance. Questions will be assigned and
the exam will be done within class time. Additional external research and outside assistance is not expected
and not permitted. The exam is open book; you will have access to all materials from all classes. Your exam
7|P agewill consist of a small set of questions provided with the case. You will submit an electronic file of your
answers. The exam will be discussed in class. Note: The Instructor cannot defer the final exam. See following
section on Academic Regulations: Deferred Assignments.
E. Final Assignment (due on or before Friday, August 27 by 5:00 p.m. Regina time)
This assignment may be done individually or in pairs (the instructor will not set these up). Considering your
work on the Pre-Class Assignment, and learning from the speakers and course content, you will submit an
This Course Outline is subject to change. Please refer to the current version on UR Courses
essay-style report on the theme of “Building Trust in an Increasing Digital Environment”. The format is:
- Title Page
- Introduction of what your paper will discuss (1-2 paragraphs)
- Outline what trust means from a customer perspective (1- 2 pages)
- Discussion of why trust is critical in building competitive advantage (1-3 pages)
- Reflections on how technology is changing the relationship – positively and negatively – between the
customer and the company (2-3 pages)
- Outline what a company can do build trust with its customers, given greater technology (2-4 pages)
- Conclusion (wrap up the report and summarize what you said (3-5 paragraphs)
- References
- Appendices
Working individually or in pairs (that you form), you will submit a report of 7-13 pages (plus title page
and Appendices). You will submit a left justified (only), single-spaced (11-12 pt. font) report (in .docx
format only; no PDFs) with citations and references in the APA citation style. Large amounts of
information may be put in appendices.
Assignments are submitted through UR Courses email. A marking rubric will be provided in advance.
Note: You can submit any time before the due date time. No need to wait for the assignment date.
Don’t be late as 10% of the assignment marks will be deducted every day the assignment is late. If the
assignment received at 5:01 p.m., for example, is it already late one day.
ACADEMIC REGULATIONS
Plagiarism and Misconduct
While students are encouraged to learn from others, all students must rigorously adhere to principles of
academic integrity. Plagiarism is a form of intellectual dishonesty in which another person's work is presented
as one’s own. Other people’s ideas may only be used with the appropriate citation. Plagiarism or cheating on
examinations / assignments is a serious offence that may result in a zero grade on an assignment, a failing
grade in the course, or expulsion from the University. For more information, please consult Graduate
Calendar https://www.uregina.ca/gradstudies/current-students/grad-calendar/policy-univ.html
Deferred Assignments
Please note that no late assignments will be accepted. Requests for deferral are at the discretion of the
Instructor with a request made in advance. Extensions or requests for changes by students to final exams will
require the student to complete a formal request for deferral to be signed and submitted for approval by the
Instructor. Approval for deferral is granted, or denied, by the Faculty of Graduate Studies and Research
8|P ageThis Course Outline is subject to change. Please refer to the current version on UR Courses
(FGSR) and is usually only approved if there are extenuating circumstances (e.g., illness, etc.). The decision
is sent by mail to the student and it is the student’s responsibility to ensure the deferred requirements are met
within the outlined time frame. It is also the student’s responsibility to follow-up with FGSR if they do not
receive a response from FGSR on their submitted request. Requests for deferral received more than two (2)
weeks after the final day of the examination period will be denied. The deferral form can be found on the
FGSR website (https://www.uregina.ca/gradstudies/forms.html).
INSTRUCTOR BIOGRAPHY
After senior leadership roles in the not-for-profit sector, Bruce Anderson became an entrepreneur, launching
several businesses. He continues to operate b-creative group, a management consulting and design firm, primarily
serving the association and business sectors. In 2007, Bruce pursued a life-long passion for learning and began
teaching at the Hill / Levene Schools of Business, where he teaches strategy, consulting, introduction to business,
and entrepreneurship classes. He has served in several administrative roles, including five years as the Director of
the Faculty’s Centre for Management Development – the business advisory services unit – and three years
working directly for the President and Vice-Chancellor as Associate Vice-President (Development). His research
interests are in strategic thinking and Board development.
Bruce received his MBA from the University of Regina and a Honours Bachelor of Commerce (in Sports
Administration) from Laurentian University. He holds the designations of Certified Management Consultant
(CMC) and Institute of Chartered Directors, Director (ICD.D). Bruce also has Certificates in Adult Education and
Project Management.
He serves on the Board of Directors with CAA Saskatchewan and as Chair of the Board of Directors for Habitat
for Humanity Saskatchewan. He mentors several new entrepreneurs and recently served on Economic
Development Regina’s Council for Entrepreneurial Growth. Bruce is Past Chair of both the Regina and Sask.
Chambers of Commerce. He is also the Past Chair of the Saskatchewan Science Centre, Past Chair of the Institute
of Certified Management Consultants of Saskatchewan, Past Director of the Certified Management Consultants
of Canada, and past Director of the Canadian Chamber of Commerce.
Bruce and his spouse Lucie have two adult children and three grandchildren.
For a full CV, visit https://www.uregina.ca/business/faculty-staff/faculty/anderson_bruce.html
CLASS SCHEDULE
Note: The following schedule is subject to change. Specific details found on UR Courses site.
9|P ageGBUS / MBA 815 Class Schedule
Key: Each time period is labeled as a Part. At the top of each day, the day’s readings have the respective part identified (e.g., (1) or (1-2)).
Time Friday Saturday Thursday Friday Saturday
SK Time August 13 August 14 August 19 August 20 August 21
Text: Intro, Ch. 1,2, 3 (1-4) Osterwalder: BM Canvas (5) Text: Ch. 7 & p. 191-194 (9) Case: CAA SK (14) Carr: Global Strategy (17)
Case Method Notes (1) Case: Neechie Gear (5) Case: Meuble Canadel (9) Harroch: Mergers (14) Case: Shimla Dairy (17)
Read Dewar: Mindsets CEOs (2) Case: Mountjoy (6) Engelbrecht: Alliances (12) Armstrong: G. Leonhard (15) Text: Ch. 10 & 11 (18)
before Case: Carmichael (2) Text: Ch. 4, 5, 6 (6-7) CCAB: Reconciliation (12) Case: Hillberg & Berk (16) Case: TransCanada E (18)
Edelman Trust Barometer (3) Case: DOT (7) Text: Ch. 8 & 9 (16) Perricos: Analytics (19)
class
Michels: Trust Crisis (3) Exam Case: TBA (8) Exam Case: TBA (20)
Case: West Paw (4)
Part 1 Part 5 Part 9 Part 13 Part 17
8:30 a.m. – Course Overview and Business Models Strategy – Management Speaker: Joel Graham, International Strategy
10:00 a.m. Introduction, Case Method Case: Neechie Gear Preferences Product Owner – Member Case: Shimla Dairy
Case: Meuble Canadel Experience, Conexus
10:00 a.m. Break Break Break Break Break
Part 2 Part 6 Part 10 Part 14 Part 18
Role of General Manager & Strategy- Environment Speaker: Annette Revet, Mergers & Acquisitions Strategic Choice &
10:30 a.m. –
Strategic Management Link Chief Transformation Case: CAA SK Implementation
12:00 p.m.
Case: Carmichael Outreach Case – Mountjoy Officer, Conexus Case: TransCanada East
12:00 p.m. Lunch Break Lunch Break Lunch Break Lunch Break Lunch Break
Part 3 Part 7 Part 11 Part 15 Part 19
Speaker: Eric Dillon, CEO, Strategy – Resources & Customers’ Panel Technology vs People Panel Big Data and Analytics
1:00 p.m. – Conexus CU Capabilities Moderator: Peter Mayne, Jeremy Trask, Chief Digital Speaker: Matt Waynert,
2:30 p.m. Case: DOT Business VP Strategy, Conexus Officer, Conexus; Mary VP Data & Analytics,
Weimer, Chief Member Conexus
Experience Officer, Conexus
2:30 p.m. Break Break Break Break Break
Part 4 Part 8 Part 12 Part 16 Part 20
3:00 p.m. – Strategic Management & Mid Term Exam Alliances & Partnerships Strategy & Organization Link Final Exam
4:30 p.m. Diamond E Model Case: TBA Speaker: Chief Cadmus Case: Hillberg & Berk Case: TBA
Case: West Paw Delorme, Cowessess FN
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